After completing this unit, you should be able to: Identify the kinds of behaviors managers need to motivate in people, list principles for setting goals that motivate employees, summarize how to reward good performance effectively, describe the key beliefs that affect peoples’ motivation,...
Motivating for Performance Chapter Thirteen Copyright © 2015 McGrawHill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGrawHill Education Learning Objectives LO Identify the kinds of behaviors managers need to motivate in people LO List principles for setting goals that motivate employees LO Summarize how to reward good performance effectively LO Describe the key beliefs that affect peoples’ motivation 13-2 Learning Objectives (cont.) LO Discuss ways in which people’s individual needs affect their behavior LO Define ways to create jobs that motivate LO Summarize how people assess fairness and how to achieve it LO Identify causes and consequences of a satisfied workforce 13-3 Motivating for Performance Motivation – Forces that energize, direct, and sustain a person’s efforts Managers must motivate people to: – join the organization, – remain in the organization – come to work regularly 13-4 Reinforcing Performance Law of effect – A law formulated by Edward Thorndike in 1911 stating that behavior that is followed by positive consequences will likely be repeated Reinforcers – Positive consequences that motivate behavior 13-5 Reinforcing Performance Positive reinforcement – Applying consequences that increase the likelihood that a person will repeat the behavior that led to it Negative reinforcement – Removing or withholding an undesirable consequence 13-6 The Consequences of Behavior Figure 13.1 13-7 Performance -Related Beliefs Expectancy theory – A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome 13-8 Basic Concepts of Expectancy Theory Figure 13.2 13-9 Maslow’s Need Hierarchy Maslow’s need hierarchy – A conception of human needs organizing needs into a hierarchy of five major types 13-10 Alderfer’s ERG Theory Alderfer’s ERG theory – A human needs theory postulating that people have three basic sets of needs that can operate simultaneously 13-11 Job Rotation, Enlargement, and Enrichment Job enrichment – Changing a task to make it inherently more rewarding, motivating, and satisfying 13-12 Herzberg’s Two-Factor Theory Hygiene factors – Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied Motivators – Factors that make a job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement 13-13 The Hackman and Oldham Model of Job Design Figure 13.4 13-14 Achieving Fairness Equity theory – A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs 13-15 ... people assess fairness and how to achieve it LO Identify causes and consequences of a satisfied workforce 1 3-3 Motivating for Performance Motivation – Forces that energize, direct, and sustain a. .. efforts Managers must motivate people to: – join the organization, – remain in the organization – come to work regularly 1 3-4 Reinforcing Performance Law of effect – A law formulated by Edward... needs that can operate simultaneously 1 3-1 1 Job Rotation, Enlargement, and Enrichment Job enrichment – Changing a task to make it inherently more rewarding, motivating, and satisfying 1 3-1 2 Herzberg’s